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Segment 4: Managed Care

California ICD-10 Site Visit . Training segments to assist the State of California with ICD-10 Implementation. Segment 4: Managed Care. June 10 - 11 , 2013. Agenda Managed Care. Background Cost Containment Managed Care as a Policy Instrument Contract Management

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Segment 4: Managed Care

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  1. California ICD-10 Site Visit Training segments to assist the State of California with ICD-10 Implementation Segment 4: Managed Care June 10 - 11, 2013

  2. Agenda Managed Care • Background • Cost Containment • Managed Care as a Policy Instrument • Contract Management • Policies, Procedures, and Plans • Encounter Data • Performance Measurement • Payment • Risk Adjustment • Rate Setting • Value-Based Purchasing

  3. Background Cost Containment

  4. Cost Containment The Stormy World of Medicaid • Factors causing rapid growth in Medicaid costs for states • increased enrollment (because of both the weak economy and expanded eligibility under health care reform) • per capita health care costs increasing faster than the economy • General Fund increase in FY13 of 4.1% • CMS estimates Medicaid spending willincrease by average of 8.3% annuallyover next 10 years • Medicaid is 23.6% of total state spending • 13 states cut Medicaid in FY13 by reducing benefits, tightening eligibility, or reducing provider payments

  5. Cost Containment The Safety Net is Growing

  6. Cost Containment Budget “Alchemy”

  7. Cost Containment Working Smarter Not Harder • As opposed to the traditional across the board cuts in eligibility, coverage, and/or payments, States are increasingly looking to new strategies and new partners for budget predictability and cost containment • Managed Care • Fraud and Abuse • Health Information Technology • Value-Based Purchasing • These strategies should improve financial and patient-centered outcomes but some will take time to realize

  8. Background Managed Care as a Policy Instrument

  9. Managed Care as a Policy Instrument Getting Back to Basics • Dirty words in healthcare • “Managed healthcare was a great idea when it first emerged, before the term got hijacked by insurance companies that claimed to manage care but in many cases only managed money…We practiced medicine in one of the best managed-care systems in the nation: the former Harvard Community Health Plan. What made it great was the freedom of staff to think creatively about what patients really needed, and to reinvent care to meet thoseneeds. • [We] pioneered innovations that most still pine for: • electronic medical records, • patient reminders, • creative roles for advanced practice nurses and physician assistants, • quality measurement, • and more.”

  10. Managed Care as a Policy Instrument Potential Advantages • Medicaid managed care offers several potential advantages over the traditional Medicaid fee-for-service system • Predictable and lower costs • Access to additional providers • Increased emphasis on preventive care and care coordination • Delivery system innovation • Increased accountability (e.g. Quality Assessment and Performance Improvement and Payment for Performance) • Fraud and abuse prevention • By transferring financial risk to health plans, costs to state budgets are more predictable. Additionally, many States have reported cost savings under Medicaid managed care.

  11. Managed Care as a Policy Instrument Managed Care Strategies • Integrated Models for Medicare-Medicaid Enrollees • Carve-ins for drug coverage • Pharmacy Benefit Managers (focus on specialty drugs) • Managed Care Organizations / Accountable Care Organizations / Specialty Plans • Medical Homes – blended paymentfeaturing management fee, FFS, and shared savings tied to quality • Payment for Performance ICD-10 ICD-10 ICD-10 ICD-10 ICD-10

  12. Managed Care as a Policy Instrument Medicaid Managed Care and Traditional Enrollment (1999-2011) 57.1 Enrollment (in millions) 54.6 50.5 47.1 46.0 45.7 45.4 44.4 42.7 40.1 36.6 33.7 31.9 12

  13. Managed Care as a Policy Instrument Medicaid Managed Care as Percent of State Enrollees (Jul 2011) Includes Managed Care Organizations, Primary Care Case Management, Prepaid Inpatient and Ambulatory Health Plans, PACE, & OTHER

  14. Managed Care as a Policy Instrument California Medicaid Managed Care Milestones Source: California HealthCare Foundation (2013)

  15. Managed Care as a Policy Instrument California Medi-Cal Waivers • In 2013, CA announced a new demonstration program Cal MediConnect for Medicare-Medicaid enrollees Source: California HealthCare Foundation (2013) and DHCS (2013)

  16. Managed Care as a Policy Instrument California Medicaid Managed Care Models by County (Apr 2013) Source: California HealthCare Foundation (2013)

  17. Managed Care as a Policy Instrument California Medicaid Managed Care Models • County Organized Health Systems (COHS) • About 1M beneficiaries through six health plans in 14 counties • DHCS contracts with a health plan created by the County Board of Supervisors and run by the county • Everyone is in the same managed care plan • Geographic Managed Care (GMC) • About 600K beneficiaries in two counties • DHCS contracts with several commercial plans • Two-Plan Model • About 3.6M beneficiaries in 14 counties • In most Two-Plan model counties, there is a “Local Initiative” (LI) and a “commercial plan” (CP)

  18. Contract Management

  19. Contract Management A Good Foundation Helps • Health services contractors (e.g., health plans) are used for the provision of Medicaid services on behalf of the State • This is NOT the contracting experience we want • Surveys and reporting will change significantly with ICD-10 • Policies, Procedures, and Plans (e.g. QI, G&A, F&A, coverage) • Encounter data • HEDIS or other performance reporting

  20. Contract Management ICD-10 is a Business Initiative – Not a Code Set Update • Compliance with ICD-10 simply means the ability to accept and send transactions • Focus on minimal compliance not sufficient for successful ICD-10 implementation • Receiving an ICD-10 code from a contractor does not demonstrate their business processes were remediated correctly • If a contractor does not remediate their processes for ICD-10, overutilization or barriers to access may occur • SMAs need to understand both the ‘what’ and the ‘how’ contactors and trading partners are remediating ICD-10

  21. Contract Management Policies, Procedures, & Plans

  22. Policies, Procedures, and Plans Some Impacted Contract Language (1 of 4) • Coverage • “Contractor shall cover services for bone marrow transplants and high-dose chemotherapy for adult (age twenty-one (21) or over) enrollees diagnosed with breast cancer, leukemia, lymphoma and myeloma, as set forth in 12 VAC 30-50-570.” [Virginia Medallion II contract - II.G.21, pages 76-78]

  23. Policies, Procedures, and Plans Some Impacted Contract Language (1 of 4) • Case Management • “Health Plan shall ensure that appropriate resources are available to address the treatment of complex conditions that reflect both mental health and physical health involvement. • Mental health disorders due to or involving a general medical condition, specifically ICD-9-CM 293.0 through 294.1, 294.9, 307.89, and 310.1; and • Eating disorders – ICD-9-CM Diagnoses 307.1, 307.50, 307.51, and 307.52. [Florida Health Plan Contract Amendment II - 10.A, page 109] • Disease Management • “The MCO shall make available a Disease Management Program for its Enrollees with diabetes, asthma and heart disease.” [Minnesota Families & Children Contract – 7.3, page 131]

  24. Policies, Procedures, and Plans Some Impacted Contract Language (2 of 4) • Payment • “Pursuant to § 2702 of the Patient Protection and Affordable Care Act and CMS’ final rule when published, the Contractor must establish payment guidelines pertaining to Health Care Acquired Conditions in accordance with the Department’s State Plan (SP).”[Virginia Medallion II Contract – IV.K, page 171] • Supplemental Payments • “(b) CHIP and STAR MCOs will receive a Delivery Supplemental Payment (DSP) from HHSC for each live or stillbirth by a Member [Texas Uniform Managed Care Terms and Conditions – 10.09, page 37] • “…the procedure and/or diagnosis code submitted is a valid delivery related procedure/diagnosis code.” [Texas Uniform Managed Care Manual, Delivery Supplemental Payment (DSP) Report – 5.3.5]

  25. Policies, Procedures, and Plans Some Impacted Contract Language (3 of 4) • Payment for Performance • For calendar year 2010, a health plan shall be eligible for a performance incentive payment if the health plan’s performance: • Meets or exceeds the HEDIS 2010 Medicaid 75th percentile rate for measure of LDL-C Control under the Comprehensive Diabetes Care Measures; or • Meets or exceeds the rate that is an improvement, of 50% of the difference between the health plan’s rate in calendar year 2009 and the HEDIS 2010 Medicaid 75th percentile rate, above the health plan’s rate in CY 2009. [Hawaii Quest MCO Contract – 60.330, pages 277]

  26. Policies, Procedures, and Plans Some Impacted Contract Language (4 of 4) • Reinsurance • “For members diagnosed with hemophilia, Von Willebrand’s Disease and Gaucher’s Disease, all medically necessary covered services provided during the contract year shall be eligible for reimbursement at 85% of the allowed amount or the Contractor’s paid amount, whichever is lower, depending on the subcap code.” [Arizona AHCCCS CYE’ 12 Acute Care Contract – 57, page 81] • Encounter Data • “…utilizes encounter data to determine the adequacy of medical services and to evaluate the quality of care rendered to members… Encounter data from the Contractor also allows DCH to budget available resources, set contractor capitation rates, monitor utilization, follow public health trends and detect potential fraud.[Georgia Families Contract – 4.16.3.1, page 152]

  27. Policies, Procedures, and Plans Some Impacted Contract Language (4 of 4) • Required Plans and Reports • Case Management • Disease Management • Fraud and Abuse • Quality Assessment and Performance Improvement • Encounter Data Policy and Procedure Life Cycle

  28. Contract Management Encounter Data

  29. Encounter Data Concerns • Using encounter data for rate-setting, risk-adjustment, and contract management provides incentives for contractors to collect and submit complete and accurate encounter data • SMAs who incorporate encounter data in their payments to health plans (e.g. rate-setting, risk adjustment, payment for performance) are concerned about a few things: • Collecting complete and accurate encounter data fromhealth plans to implement payment model • Using data for fraud & abuse detection • Guarding against under-utilization • Monitoring performance • Accurately capturing risk ICD-10 ICD-10 ICD-10 ICD-10 ICD-10 ICD-10

  30. Encounter Data Some Best Practices • Tennessee uses a three step process to verify & validate encounter data • Encounters are processed through a software program which assesses data quality and accuracy prior to adjudication. The software selectively rejects “bad” data based on a standard set of edits and audits and sends the “bad” data back to the MCOs for cleaning and resubmission. • Encounters are then processed through the FFS claims engine using the same edits and audits as applied to FFS claims. • Lastly, TennCare uses a contractual withhold every month that requires a certain percentage of clean claims. As a result, there is currently less than a 1 percent error rate for encounter data in the Medicaid Management Information System.

  31. Encounter Data Affordable Care Act (2010) • In 2007, HHS Office of Inspector General report found challenges with the reporting of encounter data • 15 of 40 applicable States did not report encounters • Section 6402(c): Withholding of Federal matching payments for States that fail to report enrollee encounter data in the Medicaid Statistical Information System • Authorizes the Secretary to withhold the Federal matching payment to States for medical assistance expenditures when the State does not report enrollee encounter data in a timely manner to the State’s Medicaid Management Information System (MMIS) • Federal regulations have not yet been promulgated regarding incentives and/or sanctions for States...but it’s just a matter of time!

  32. Contract Management Performance Measurement

  33. Performance MeasurementMeasures • Measures are a valuable tool to determine health system, contractor, and provider performance for the purposes of contracting, public reporting, and value-based purchasing • For measures to be valuable, they need to be impactful, transparent, valid, reliable, timely, usable, and feasible – NOT like the cartoon following cartoon

  34. Performance MeasurementMeasure Maintenance • Good news is that over time, ICD-10 will improve the accuracy and reliability of population and public health measures • Bad news is that more than 100 national organizations are involved in quality measure maintenance and reporting • Measure maintainers (e.g. includingStates) need to remediate measuresand end-users need to updatereporting for ICD-10 • Measure clearinghouses (e.g. NQFand AHRQ) expect maintainers toremediate measures

  35. Performance MeasurementThe Data Fog • A ‘Data fog’ will challenge measurement during the transition for a number of reasons • A new model with little coding experience • Changes in terminology • Changes in categorizations • The sheer number of codes • Complex coding rules • Productivity pressures Consistent Accurate Accurate & Consistent

  36. Performance MeasurementChanges in Definitions Used in Diagnoses • During the ICD-10 transition, it may be difficult to determine if changes in quality measurements are an actual change in performance or simply due to the change in the code sets • For example, the definition of AMI has changed • ICD-9: Eight weeks from initial onset • ICD-10: Four weeks from initial onset • Subsequent vs. Initial episode of care • ICD-9: Fifth character defines initial vs. subsequent episode of care • ICD-10: No ability to distinguish initial vs. subsequent episode of care • Subsequent (MI) • ICD-9 – No ability to relate a subsequent MI to an initial MI • ICD-10 – Separate category to define a subsequent MI occurring within 4 weeks of an initial MI

  37. Performance MeasurementExample - Comprehensive Diabetes Care (CDC) • The Comprehensive Diabetes Care (CDC) measures are often used by State Medicaid Agencies to determine performance • Diagnosis and procedure codes are used to determine both the denominators and numerators Source: National Committee for Quality Assurance (NCQA). HEDIS 2012 Volume 2: Technical Specifications.

  38. Performance MeasurementRemediation • The National Committee for Quality Assurance (NCQA) is remediating approximately one-third of their measures each year so that they are complete by 10/1/2013 • On 3/15/2012, NCQA will post ICD-10 codes applicable to a second set of measures, including Comprehensive Diabetes Care, for 30-day review and comment • “HEDIS will begin the phase-out of ICD-9 codes in HEDIS 2015. Codes will be removed from a measure when the look-back period for the measure, plus one additional year, has been exhausted. This is consistent with NCQA’s current policy for removing obsolete codes from measure specifications” Source: NCQA. http://www.ncqa.org/tabid/1260/Default.aspx

  39. Performance MeasurementExample – California HMO Report Card

  40. Performance MeasurementExample – California Medi-Cal Report Card Alameda County Medi-Cal Health Plan Quality Ratings

  41. Performance MeasurementExample – California Medi-Cal

  42. Medi-Cal Managed Care HEDIS 2011 Comprehensive Diabetes Care—HbA1c Testing High Performance Level is HEDIS 2010 national Medicaid 90th Percentile. Minimum Performance Level is HEDIS 2010 national Medicaid 25th Percentile. Note: HEDIS 2011 rates reflect 2010 measurement year data.

  43. Performance MeasurementExample – California Medi-Cal

  44. Payment Rate Setting

  45. Rate Setting Setting a Good Base • In determining capitation rates, States and plans use claims (fee for service and/or encounter) and other reference data to predict recipients’ use of health care services • Capitation rate development considerations for calculating Per Member Per Month (PMPM) capitation rates ICD-10 ICD-10 ICD-10 ICD-10 ICD-10 ICD-10 * The completeness of data will be reviewed and completion factors may be applied ** Administration includes taxes/assessments

  46. Rate Setting Building on the Base • Additionally, capitation rate development considerations beyond Per Member Per Month (PMPM) capitation rate • Maternity and/or newborn “kick” payment • Risk adjustment: age / gender only vs. adding diagnosis and/or pharmacy based tools • Reinsurance (Commercial or State-sponsored) • Medical Loss Ratios / Profit Caps / Risk Sharing • Risk pools and Risk corridors • Performance incentives and/or withholds ICD-10 ICD-10 ICD-10 ICD-10 ICD-10 ICD-10

  47. Payment Risk Adjustment

  48. Risk Adjustment Comparing Apples and Oranges • Risk adjustment methods use different types of data and a variety of statistical methods to explain an outcome – resource use, events, etc. • Risk adjustment is a tool to help understand variation between individuals or groups of individuals • One can not make fair comparisons from observational data without adjusting for illness burden

  49. Risk Adjustment Adjusters Wear Many Hats • Different adjusters have different characteristics… • Additive or Categorical • Acute and/or chronic • Truncation (i.e. excludes some outliers) • Diagnosis, Pharmacy, or combined data • Prospective or Concurrent • …and different purposes • Prospective capitation payments • Reconciliations • Performance measurement • Risk stratification for care management • Program evaluations

  50. Risk Adjustment Model Comparison

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